Strategic partnering is like a relay race
We’ve all watched it – that crucial moment when two runners each have to be in exactly the right position to achieve a smooth handover of the baton – at speed.
They each also have to have a laser focus on their own run, knowing that the best team performance depends on each individual performance.
This is a wonderful analogy for business partnering, shared with me today by Eric Streets, MSc, FCIPD, an accomplished CHRO. There are so many processes that go across HR and ‘they have to be handed over in the best possible shape for the customer – how the customer needs it.’
This is such a positive mindset for HR to build. The end ‘customer’ of a process – e.g. a recruitment – may be a business leader, and there are probably several people involved in ensuring the overall success of that process.
In our experience, most business leaders only want one touchpoint with HR – their HRBP. To make business partnering deliver its full potential, the whole function needs to be lined up behind them – ready and willing to hand over their work in the best possible shape to the HRBP.
That’s why our work developing the skills of strategic HRBPs often involves the whole HR team. We help them to work out:
- What does strategic partnering really mean, and what does it need to look like in this particular organisation?
- How can the rest of HR free the HRBP up to have time and space to build that strategic relationship and clarify business needs?
- How can everyone within HR build their best performance and also bring that into a team collaboration?
Imagine if the HRBP were treated like a customer – what could it enable them to achieve?
Do share your thoughts in comments, or message me to arrange a chat.
Upcoming event:
‘How to build strategic influence‘ 2-hour workshop with pre-work and follow up. Tuesday 24th February 2026
